Action Wheel Leadership
Action Wheel Leadership has developed a framework for thinking about the values, preferences, and dispositions that drive individual and group decision-making. This assessment instrument is called the View to Values.
As with all of our leadership tools, the VTV is based on the work of Dr. Robert Terry and the Action Wheel leadership model described in his book Authentic Leadership: Courage In Action
The VTV was designed to enhance the success of an organization's existing investment in its highest level leadership programs and practices. The View to Values delivers insight into the key values that inform individual and group decision making.
Then contact us to learn how you can use the View to Values with your organization.
Your VTV results will help you better understand the priorities, preferences, and biases you implicitly bring to making decisions. It will illuminate those values you intuitively prioritize as most important when you undertake the most important aspect of any job - making decisions. To make great decisions, you must deal with the basics, declare your values and act on them. The VTV is designed to help you discover the bedrock of your values.
The VTV will point out your strengths with respect to four fundamental dimensions of decision-making:
inquiry and thinking (inquirer)
team building (unifier)
For you: Your personal VTV will help you discover specific ways to grow personally and professionally. It will be an aid in learning what is 'natural' for you and what happens when you are under stress and stand in the shadows.
For your organization: Gaining deeper insight into the decision-making processes of your workforce is an essential element in creating and sustaining a high performance organization. Learning more about the differing behavior frameworks employees use to discern and act on critical issues, will deeply enhance the effectiveness of existing employee leadership programs, or provide a good place to start for others.
Read More About the View to Values:
Most ethically based inventories mirror the confusion in most societies regarding morality and ethics. Most societies and most inventories do not differentiate between morality and ethics. This is a major linguistic violation since there is a clear distinction between the two. This, then, leads to the fundamental philosophical foundation of the View to Values.
First, the definitions:
Morals: "Concerned with or adhering to the code of interpersonal behavior that is considered right or acceptable in a particular society."
Ethics: "The guiding principle of conduct that benefits the greater good and the greatest number."
The imperatives that follow these definitions can be captured in the basic questions asked to determine if one is moral or ethical.
The question for morality is, "What is acceptable in (a given culture)? And what can I/we get away with?"
The question for ethics is, "What is right?" What is right for the greatest good? What is right for the greatest number? What is right between us?
Cultures create rules and laws to maintain order and insure civility. Culture has been defined by Geert Hofstede as "the collective programming of the mind that distinguishes the members of one category of people from another." Collective programming. That's the key. Collective programming can be a set of unwritten rules that govern the behavior of a family, small company, religious body, mega industry, or a marriage. The programming can also be a set of laws which, when broken, result in jail time.
The View to Values is an inventory designed to enable serious conversations about serious issues. There are no "shoulds" in the inventory. It does not tell others what to believe, how to decide, or whether or not to be moral or ethical.
It is our hope that, when you review the results of your profile, you will reflect on the strengths you bring to decision-making and thinking, examine the implications of your "shadow side," and engage in a serious conversation with a peer or professional coach about your professional growth. The question, "What can I get away with?" is guaranteed to result in personal, professional, and organizational misery. The question, "What is right?" is guaranteed to result in reflective learning and growth.
This question requires engagement with yourself, your colleagues, your organization, and the places in society that serve you.
Coaching those who complete the inventory will require sensitivity to the culture in which they live and work. Remembering "culture trumps everything" is critical to your effectiveness. The experience, therefore the bias and prejudice, you bring must be understood and acknowledged. No one is free of prejudice. Objectivity is a myth. Acknowledging your own vulnerabilities is the key to making a lasting connection to others.
The View to Values has had many iterations and we suspect it will evolve into even newer versions. We value your help in making the instrument yet more useful than it already is. Your insights to the entire process of discovery are needed to bring clarity and understanding to individuals and organizations that want to move from a "culture of morality" to a "culture of ethics."
In preparing this inventory, we have been guided by a noble principle: "Do what's right, with the right people, for the right reasons, and the right way." Being imperfect, we stick by the principle hoping it will continue to guide our minds and hearts toward the greatest good for the greatest number.
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